TOWARDS BUILDING STRONG YOUTH ORGANISATIONS FOR HIGH SOCIAL IMPACT..... Paper by Mina Margaret Ogbanga CEO/Country Director, CEDSI Nigeria Trustee-World

TOWARDS BUILDING STRONG YOUTH TOWARDS BUILDING STRONG YOUTH

ORGANISATIONS FOR HIGH SOCIAL ORGANISATIONS FOR HIGH SOCIAL

IMPACT.....IMPACT.....

Paper by Mina Margaret OgbangaPaper by Mina Margaret Ogbanga

CEO/Country Director, CEDSI NigeriaCEO/Country Director, CEDSI Nigeria

Trustee-World bank RSCFTrustee-World bank RSCF

www.Cedsi-nigeria.Orgwww.Cedsi-nigeria.Org

DEVELOPING A STRATEGIC

PROGRAMME/PROJECT PLANNING-

Strategic Planning for Youth Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 1

1.TO DEFINE THE TERM PLANNING1.TO DEFINE THE TERM PLANNING

2.REVIEW THE REASONS FOR PLANNING2.REVIEW THE REASONS FOR PLANNING

3.DEFINE STRATEGIC PLANNING3.DEFINE STRATEGIC PLANNING

4.REVIEW STEPS IN STRATEGIC PLANNING4.REVIEW STEPS IN STRATEGIC PLANNING

5.APPLY LESSONS TO DESIGN A SAMPLE STRATEGIC PLAN 5.APPLY LESSONS TO DESIGN A SAMPLE STRATEGIC PLAN

FOR OUR YOUTH ORGANIZATIONSFOR OUR YOUTH ORGANIZATIONS

6.PROVIDE A SPACE FOR PRACTICAL PROPOSAL WRITING 6.PROVIDE A SPACE FOR PRACTICAL PROPOSAL WRITING

EXPERIENCE-WORLD BANK CASE STUDYEXPERIENCE-WORLD BANK CASE STUDY

Learning Objectives;


QUICK EXERCISE 10 QUESTIONS:QUICK EXERCISE 10 QUESTIONS:

1.NAME OF ORG/PHONE NUMBER/YR ESTABLISHED1.NAME OF ORG/PHONE NUMBER/YR ESTABLISHED

2.DO YOU HAVE A VISION, MISSION AND OBJECTIVES?2.DO YOU HAVE A VISION, MISSION AND OBJECTIVES?

3.DO YOU HAVE A BOARD, GOAL AND CONSTITUTION?3.DO YOU HAVE A BOARD, GOAL AND CONSTITUTION?

4.WHAT ARE THE SECTORS OF YOUR ORGANISATION?4.WHAT ARE THE SECTORS OF YOUR ORGANISATION?

5.WHAT ARE THE KEY CHALLENGES IN THE NIGER 5.WHAT ARE THE KEY CHALLENGES IN THE NIGER

DELTA?DELTA?

6.HOW CAN YOUTHS FAST TRACK DEVELOPMENT IN 6.HOW CAN YOUTHS FAST TRACK DEVELOPMENT IN

THE NIGER DELTATHE NIGER DELTA

7.IS TRAINING OF YOUTH ORG IMPORTANT? WHY?7.IS TRAINING OF YOUTH ORG IMPORTANT? WHY?

8. WHAT TRAININGS WOULD YOU LOVE TO RECEIVE? 8. WHAT TRAININGS WOULD YOU LOVE TO RECEIVE?

9.HAVE YOU WRITTEN A PROPOSAL BEFORE? TO?9.HAVE YOU WRITTEN A PROPOSAL BEFORE? TO?

10.ANY ADDITIONAL QUESTION?10.ANY ADDITIONAL QUESTION?

c


A STRATEGIC PLANNING SESSION WITH A STRATEGIC PLANNING SESSION WITH

YOUTH ORGANISATIONS ON PEACE YOUTH ORGANISATIONS ON PEACE

BUILDINGBUILDING


Strategic Planning-What Strategic Planning-What is it?is it?…is the managerial process of

developing and maintaining a strategic fit between the organization's objectives and resources and its changing market/donor opportunities.

Org Objectives Resources

Changing Environment

Strategic Fit


The Role of Strategy in The Role of Strategy in NGOsNGOs

Strategy:•Corporate•Business•Functional

Operating Plans


Sun TzeSun Tze on Strategy on Strategy

“Know your challenges, know yourself, and your victory will not be threatened. Know the terrain, know the weather, and your victory will be complete.”


Organisational MissionOrganisational MissionBroad purposes of the

organization

General criteria for assessing the long-term organizational effectiveness

Driven by heritage & environment


Examples of Corporate Examples of Corporate MissionMission ARIK AIRLINES is engaged in air

transportation and related businesses. It operates world-wide as the flag carrier of the Republic of Singapore, aiming to provide services of the highest quality at reasonable prices for customers and a profit for the company


MISSION of The Center for MISSION of The Center for Development Support Development Support InitiativesInitiatives

To Build Peace, Organisational capacity, empower communities and reduce poverty through enhancing institutional capacities for sustainable partnerships and Development


Organisational Objectives & Organisational Objectives & GoalsGoalsAn objective is a long-range

purpose ◦ Not quantified and not limited to a time

period◦ E.g. increasing the return on shareholders’

equity

A goal is a measurable objective of the business◦ Attainable at some specific future date

through planned actions◦ E.g. 10% growth in the next two yearsStrategic Planning for Youth

Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 11

Strategic planningStrategic planning

Goals / Objectives

SWOT Analysis

Strategy

Implementation

Measurement and Evaluation


The Usual Strategic Planning The Usual Strategic Planning HierarchyHierarchy


Framework of a Successful Framework of a Successful OrganisationOrganisation


Vision is a Critical DriverVision is a Critical Driver To succeed in the

long term, our Organisation needs a vision of how we will change and improve in the future.

“without a vision, the people perish”

The vision of the business gives its energy. ◦ It helps motivate

us.

◦ It helps set the direction of corporate and marketing strategy.


Two key Forms of Two key Forms of ObjectivesObjectivesCorporateFunctionalCorporate-Objectives concern

the Organisation as a whole-To improve the state of our

sanitation by 2011Functional-Specific objective for

fundraising or activities-To construct 50 toilets by March

2011Strategic Planning for Youth Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 16

Values underpin all we doValues underpin all we doValues form the foundation of an Organisations

management style. Values provide the justification of behaviour and,

therefore, exert significant influence on marketing decisions.

An example is provided by BT Group - defining its values:

BT's activities are underpinned by a set of values that all BT people are asked to respect:◦ We put customers first ◦ We are professional ◦ We respect each other ◦ We work as one team ◦ We are committed to continuous improvement.

Source: BT Group plc websiteStrategic Planning for Youth Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 17

Has the Organisation got a Has the Organisation got a strong Clear Mission?strong Clear Mission?

The Organisation Mission is important to our sales & marketing planning

It provides an outline of how the plan should seek to fulfil the mission

It provides a means of evaluating and screening the fundraising plan

It provides an incentive to implement the marketing plan Strategic Planning for Youth


"Strategy is the direction and scope of an organisation over the long-term: which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations".


Strategic Audit Strategic Audit - ensuring that the Company resources and - ensuring that the Company resources and competencies are understood and evaluatedcompetencies are understood and evaluated


Need to work within Need to work within Organisational Resources & Organisational Resources & ConstraintsConstraints


Value Chain AnalysisValue Chain Analysis Value Chain Analysis describes the activities that

take place in an organisation and relates them to an analysis of the competitive strength of the business.

Michael Porter suggested that the activities of a business could be grouped under two headings: 1. Primary Activities - those that are directly

concerned with creating and delivering a product (e.g. component assembly); and

2. Support Activities, which whilst they are not directly involved in production, may increase effectiveness or efficiency (e.g. human resource management). It is rare for a business to undertake all primary and support activities.

Value Chain Analysis is one way of identifying which activities are best undertaken by our Organisation and which are best provided by others ("outsourced"). Strategic Planning for Youth


Primary ActivitiesPrimary ActivitiesPrimary value chain activities Primary value chain activities include:include:


Support ActivitiesSupport ActivitiesSupport activities include:


Core competenciesCore competencies

Every organisation MUST know what they stand for


Identifying Core Identifying Core CompetenciesCompetenciesPrahalad and Hamel suggest three Prahalad and Hamel suggest three factors to help identify core factors to help identify core competencies in any business:competencies in any business:-Provides potential access-Provides potential access-makes significant contribution to -makes significant contribution to community needscommunity needs-difficult to imitate-difficult to imitate


What is Competitive What is Competitive Advantage?Advantage?“Competitive advantage is a

Organisations ability to perform in one or more ways that competitors cannot or will not match.”

Philip Kotler

“If you don’t have a competitive advantage, don’t compete.”

Jack Welch, GEStrategic Planning for Youth Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 28

Other Characteristics of Other Characteristics of Competitive AdvantageCompetitive AdvantageSubstantiality

◦Is it substantial enough to make a difference?

Sustainability◦Can it be neutralized by competitors

quickly?Ability to be leveraged into

visible business attributes that will influence customers

(Source: Strategic Marketing Management, Aakers) Strategic Planning for Youth


Strategic vs. Marketing Strategic vs. Marketing PlansPlansStrategic planning is concerned about the

overall direction of the business.

The objective of a strategic plan is to set the direction of a business and create its shape so that the products and services it provides meet the overall business objectives.

Marketing has a key role to play in strategic planning, because it is the job of marketing management to understand and manage the links between the business and the “environment”. Sometimes this is quite a straightforward task. Strategic Planning for Youth


Key issues in strategic and Key issues in strategic and marketing planning?marketing planning?The following questions are key in the

marketing and strategic planning process:◦Where are we now?◦How did we get there?◦Where are we heading?

A marketing plan helps to:◦The ability of a business to achieve

profitable sales is impacted by dozens of environmental factors, many of which are inter-connected

◦ Identify sources of competitive advantageStrategic Planning for Youth Organisations By Mina Ogbanga,CEDSI NIGERIA Nigeria 31

Situation AnalysisSituation AnalysisInternal Analysis—Organisation capability

etc.External Analysis—customers, market

definition, industry structureSWOT Analysis

◦Strengths, Weaknesses, Opportunities & Threats

◦Identify & prioritize major problems and opportunities: selection of key issues

Based on the NGOs core competencies, decide on future options Strategic Planning for Youth


SWOTSWOT


SWOT Analysis is still a SWOT Analysis is still a useful Tooluseful Tool


PEST analysisPEST analysisA scan of the external macro-

environment in which the company wants to operate (or operates) and can be expressed in terms of the following factors:

◦Political ◦Economic ◦Social ◦Technological


PEST or SWOTPEST or SWOTA PEST analysis most commonly

measures a market; a SWOT analysis measures a business unit, a proposition or idea.

Generally speaking a SWOT analysis measures a business unit or proposition, whereas a PEST analysis measures the market potential and situation, particularly indicating growth or decline, and thereby market attractiveness, business potential, and suitability of access - market potential and 'fit' in other words.


Definition of risksDefinition of risksDefinition

•Risk of loss due to changes in industry and competitive environment, as well as shifts in customer preferences

Organizational risk

•Risk due to changes in regulatory environment (e.g. deregulation)Regulatory risk

•Risk due to major changes in technologyTechnology risk

•Risk of failures due to business processes and operations or people’s behavior, either intentional (e.g. fraud) or unintentional (e.g. errors)

Integrity risk

•Risk of loss due to changes in the political, social, or economic environments

Macroeconomic risk


Project management - Project management - processesprocesses


Project management – a Project management – a processprocess


In Every Planning : Success In Every Planning : Success Keys must Cover:Keys must Cover:Completing a planCommunicating the planImplementingMeasurementEvaluation


Success Keys - Success Keys - DeploymentDeployment


Success Keys - EvaluationSuccess Keys - Evaluation


Best Companies Spend more Best Companies Spend more time on Forward Planning than time on Forward Planning than Historical AnalysisHistorical Analysis

Achieving Agility Through a New Approach to Forecasting In today’s turbulent economy, rolling forecasts are proving to be an important new tool in changing the way budgeting and planning has traditionally been handled. Mary Brandel


So...what is strategic So...what is strategic planning to you?planning to you?


Strategic intent must inform all of organisational lifeStrategic intent must take account of the realities of the organisation and its environmentStrategic intent is more important than ‘strategy’

Success plan is?Success plan is?


Strategic intent must inform all of organisational life

Strategic intent must take account of the realities of the organisation and its environment

Strategic intent is more important than ‘strategy’

Strategic Planning is not Strategic Planning is not about:about:


predicting the future

writing a detailed road map into the future

a few people writing a vision statement & then getting ‘buy-in’ from everyone else

Strategic Planning is Strategic Planning is about:about:


learning increasing the possibilities for

the organisationdiscovering how fit the

organisation is for its environment

discovering and telling compelling stories about the future

Where do you want your Where do you want your Organisations to be by Organisations to be by 2015(MDG)?2015(MDG)?


ConclusionConclusion


Whatever you can dream...you can achieve...lets go there...

AppreciationAppreciation


Thanks For ListeningContact:Mina +234-80-33402265Mimi.Ogbanga@yahoo.comwww.cedsi-nigeria.orgRegister to Participate in any of

our Development Programs


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TOWARDS BUILDING STRONG YOUTH ORGANISATIONS FOR HIGH SOCIAL IMPACT..... Paper by Mina Margaret Ogbanga CEO/Country Director, CEDSI Nigeria Trustee-World